Plan Overview

StrategyTacticsTags
A. Make sustainability a credible business education discipline in the University of California and the California State University systems
i. Integrated Sustainability Management Undergraduate Degree
ii. Executive MBA in Food Systems Management
iii. Green Technologies Institute
iv. Sustainable Entrepreneur In-residence Program
v. Food and Farming Corps
A place to start:
Create a team of University and sustainable business contacts to lead the exploratory work on integrating sustainability in the University of California system and to guide implementation of the team’s findings.		Workforce Development;
University programs;
Training & Education, General
B. Establish continuing education on sustainability in junior colleges, universities, and private programsi. Certificate Program for Sustainable Food Handlers
ii. Community Orientation
iii. Ag Leadership Program, Sustainability Track
A place to start:
■ Grass roots groups approach junior colleges about community offerings.
■ Ag Leadership to develop a proposal for a Sustainability Track.		Workforce Development;
University programs;
Training & Education, General;
Food Safety
C. Translate all public policy requests into cost savings, business development or job creation strategies for public officialsi. Policy Translation Services
ii. Expert Testimony
iii. Public Funding Treasure Trove
A place to start:
Analyze the capacity of statewide and national public policy organizations supporting food and agriculture policy development for their ability to develop and manage expert analysts to provide policy translation services, expert testimony and public funding assessments. Establish an “institute within an institute” inside at least one of these organizations, providing policy consulting services to organizations and associations developing policy initiatives.		Good Food Governance;
Advocacy;
Regional Collaboration;
Public Private Partnerships;
Funding & Investment Strategies
D. Establish effective, respectful and fair farmworker employmenti. North American Labor Visa
ii. Universal Farmworker Housing
iii. Real Enforcement Against Bad Actors
A place to start:
■ Rebuild the Ag Jobs Coalition. Rework strategy and reconsider national policy approach.
■ Launch farmworker housing conversations in other counties where the Ag Futures Alliance is active.		Labor/Food Workers;
Immigration;
Food Worker Wages
StrategyTacticsTags

A. Create a message that promotes a ‘healthy food basket’		i. A Dozen Words for Fresh: Conduct research and reframe the concept of “fresh.
ii. Cultural Leaders on Health and Sustainability
A place to start:
■ Conduct extensive qualitative market research and sensitivity analyses to identify a new language of freshness. The results should be presented to stakeholders and marketers for review.
■ Identify and cultivate new food leaders through strategic research. Research should be done by a dedicated trend analysis group that can identify “leaders of opportunity.		Workforce Development;
University programs;
Training & Education, General

B. Prioritize access to quality foods for eaters in cities and towns		i. Food Departments in Cities and Towns
ii. Food Access Zoning Requirements
iii. Minimum Wage Increase and Middle Income Job Development
A place to start:
■ Create a comprehensive sample plan for a food department to be made available for local groups to utilize in petitioning various public agencies.
■ Develop a state campaign around challenging local jurisdictions to “pass the milk test” — ensuring that everyone lives in a neighborhood safe enough and with a market close enough that they would feel comfortable sending their 12-year-old child out to get a gallon of milk.
■ Work with the State Department of Public and Health Services and the Governor’s office to challenge cities and counties to create food departments and food-related zoning guidelines, and to focus on eliminating food insecurity.		Workforce Development;
University programs;
Training & Education, General;
Food Safety

C. Develop regional supply and purchasing infrastructure		i. Direct Market Districts and Foodsheds
ii. State of the Art Regional Sourcing for Purchasers
iii. Aggregated Supply Opportunities for Small and Mid-sized Farmers
iv. Dozens of Fresh-to-Market Distributors
v. California CSA Marketing Co-op
vi. Small Manufacturers Paired with Big Supply Lines
vii. An Abundance of Micro-processors
A place to start:
■ Support CDFA, perhaps in conjunction with the California Federation of Certified Farmer’s markets, to build direct market infrastructure linked to Market Districts. A GIS database of farmers and potential buyers is critical to the success of the program. Local or regional affiliate groups comprised of farmers, fishers, ranchers and direct market buyers will form the backbone of the direct market network across the state.
■ Support development of a statewide CSA marketing coop comprised of CSAs and CSA shareholders across the state. A model that is self-sustaining after a period of time based on member contributions should be employed.
■ Establish public-private partnerships to develop sourcing and regional infrastructure.
■ Establish a business incubator to evaluate new business models and capitalize and launch new business ventures. Business models could include sourcing, supply aggregation concepts, supply-line usage and micro-processing activities.		Good Food Governance;
Advocacy;
Regional Collaboration;
Public Private Partnerships;
Funding & Investment Strategies

D. Strengthen existing, and launch more, regional, county-based brands		i. A Common Framework for Regional Brands
ii. Good-Neighbor Brands
A place to start:
■ Build cross-state coalition of counties to review and assess the elements that would underlie an efficient, cohesive format for regional brands.
■ Organize diverse stakeholders to develop and market a regional brand to distinguish producers in a watershed, air basin, or terroire that have collectively managed an environmental challenge (e.g. 75% of the producers in the area adopt specified practices, or restore water quality in designated waterways).		Labor/Food Workers;
Immigration;
Food Worker Wages
E. Increase the number of local or regional food outlets committed to the sustainability mission and goalsi. 45 New Regionally Owned and Operated Grocery Chains
ii. 2000 New Small, Corner-store Markets
iii. Shared Ownership Structures for Food Markets
iv. 1,200 Farmer’s Markets
A place to start:
■ Create a business incubator and associated capital fund to launch new independent grocery chains and restaurants for growing areas. Emphasize options for Hispanic owners. The business incubator should also be charged with developing business plans for grower-owned and worker-owned grocery and restaurant formats, as well as considering shared market, finance, building and back-end efficiencies for small formats.
Good/Local Food Economies;
Small Business Support;
Equity & Justice;
Food Security;
Food Availability (retailers);
Retailer Market Access;
Retail Zoning;
Farmers Markets
F. Increase regional purchasing and food preparation for organizations of all sizesi. Micro-processing for the Big Guys
ii. Regional Purchasing Incentives
A place to start:
■ Support local food and health advocates by working with larger manufacturers or food service operations to remove obstacles and identify opportunities for piloting decentralized food purchasing and food preparation.
■ Work with a non-profit legal team to identify possible state, county, city, and agency targets for pilot regional buying incentives.
Good/Local Food Economies;
Local brand promotion;
Regional Coordination;
Public Procurement;
Supply Chain Infrastructure;
Food Processing
G. Replicate Sustainable Food Examplesi. Farms, Fishing Operations and Ranches as Market Makers and Partners
ii. Distributors as Small Farm Consolidators and Transparency Links
iii. Retailers and Food Service Operators as Foundations for Community
A place to start:
■ Build a cohort of sustainable business leaders willing to work together to advise staff from the Business Incubator on developing models and market opportunities for sustainable businesses. A wealth of entrepreneurial and mission driven talent and mentors currently exist to devise options for a variety of regions and trade areas in California.
Good/Local Food Economies;
Small Business Support;
Regional Coordination;
Producer market access
StrategyTacticsTags

A. Preserve farmland using smart growth targets
i. Livable Population Densities
ii. 500,000 Acres of Developable Land
A place to start:
■ Adopt statewide targets for population density and farmland preservation to be obtained by counties. Allow inter-county density trading.
■ Adopt a real estate transaction fee to generate funding that can be used to conserve farmland, assist young farmers and launch agricultural economic development projects.
■ Develop model local principles that can be adopted by local governments, following the Ventura AFA example.

Land Access;
Preserving Farmland;
Financing/Affordability, Land;
Good Food Governance;
Funding & Investment Strategies

B. Preserve on-farm riparian areas, wetlands and wildlife habitat
i. Full Riparian Zone Protection
ii. Full Protection for Currently Unprotected Wetlands
iii. Full Wildlife Habitat Management
A place to start:
■ Leverage federal Farm Bill funding to provide incentives and compensation to farmers supplying on-farm conservation services using existing tools in the Conservation Reserve Program.
Land & Resource Use;
Oceans and Waterways;
Conservation & Land Management

C. Establish agriculture-based energy production
i. 30% Non-petroleum Fuel by 2030
A place to start:
■ Build statewide markets through state incentives for transition to agriculture-related energy sources.
■ Participate in efforts by the State Energy Resources Conservation and Development Commission to develop plans to increase the use of alternative fuels.
■ Create a statewide business plan for transitioning to cellulose-based fuels over the long term.
Land & Resource Use;
Energy;
Climate Mitigation;
Good Food Governance;
Regional Collaboration;
Funding & Investment Strategies

D. Develop shared civic responsibility for clean air and water
– Under the new urban-rural partnership, producers and urban leaders sit down and agree on mechanisms for generating sustained revenues that can be allocated at the state or local level.
– No action items follow here because they were not raised in the interviews nor was there time for specific research around them during the project.
Land & Resource Use;
Oceans and Waterways;
Water Use

E. Coordinate food waste recycling and composting systems between urban and rural players
i. Zero Food Waste
A place to start:
■ Support the Integrated Waste Management Board to further its efforts to manage food waste using compost and other agricultural resources.
Food Waste;
Commercial Food Waste;
Household Food Waste

F. Complete water conservation plan, sharing responsibility between urban and rural players
i. 2030 Water Needs are Met by Conserving 4.4 Million Acre-feet Annually
A place to start:
■ Review, help refine, and institute the recommendations on water investment made by the Planning and Conservation League.
Land & Resource Use;
Water Use

G. Strengthen organic certification and grow number of organic farming operations
i. Expanded USDA Organic Label
ii. A LEED-style Organic Transition Certification System
iii. Federal Investment for Transition to Organic
iv. Organic Economic Development Zones
v. Linkages between Organic Industry and Public Agencies
vi. 100% Organic School Lunches
A place to start:
■ Vet strategic approaches to strengthening the organic label with national and California-based organic trade organizations in order to strengthen organic’s long term market potential.
■ Provide foundation support to organic organizations to build demonstration and pilot farm projects for the next generation of organic standards.
■ Create discussion forums to engage organic and public agency leaders in building a joint reporting and rewards program.
■ Provide funding to further research the links between health benefits and organic foods, creating momentum for the organic label.
Agriculture & Food Production;
Sustainable Agriculture;
Farm & Producer Business Support;
Good/Local Food Economies;
Regional Coordination;
Public Procurement;
Business Regulations
Good Food Governance;
Regional Collaboration;
Public Private Partnerships;
Monitoring, Evaluation & Learning;
Funding & Investment Strategies;
Research & Innovation;
Nutrition & Health;
Food in Public Institutions;
Food in Schools

H. Adopt a sustainability certification system (not a label system) that is tied to market opportunities, entices purchasers, and quells regulators
i. 70 Percent Compliance to California Star Certification Standards
ii. Linking Buyers and Premium Growers
A place to start:
■ Provide initial foundation support for non-profit organizations that work to build markets and market relationships for certified California Star products.70
■ Seek Federal investment through WTO green box-compliant US Farm Bill allocations for farmers transitioning to compliance with California Star certification.
■ Engage agricultural and environmental leaders in finding new state or local funding sources, such as a “penny a gallon” food fee, that can help producers comply with emerging environmental regulations and promote a California Star type program.
Agriculture & Food Production;
Sustainable Agriculture;
Good/Local Food Economies;
Regional Coordination;
Business Regulations;
Good Food Governance;
Funding & Investment Strategies

I. Transfer university research on sustainable agriculture to producers in a more targeted and effective way
i. Business-advised Sustainable Agriculture Systems Institute
A place to start:
■ Support a small, high-profile exploratory team, endorsed by the University of California, to create an operating structure for an organization dedicated entirely to providing information on sustainable growing. The process should last no more than one year and should be staffed by an organizational or business development consultant.
Agriculture & Food Production;
Sustainable Agriculture;
Training & Education, Agriculture;
Workforce Development;
Training & Education;
Climate Mitigation

Plan Information

CategoryDatabase entry
Plan RegionCalifornia state
Publication Date2005
Entry reviewed by original authorYes
PDF attachmentView the Full Report
Plan TitleThe New Mainstream: A Sustainable Food Agenda for California for Review by the Roots of Change Council and the Roots of Change Fund
WebpageRoots of Change Website
Author(s)Ecotrust (Food and Farms Program); Roots of Change
Author Type Non-profit; Food Policy Council
Region Type State
Funding Sources Foundations; Individual Donors
FundersRoots of Change (ROC) Fund. ROC is funded by: Arkay Foundation, Clarence E. Heller Charitable Foundation, Columbia Foundation, Fred Gellert Family Foundations, Gala Fund, Marisla Foundation, Richard and Rhoda Goldman Fund, William Zimmerman Foundation, and W.K. Kellogg Foundation.
Total Project BudgetUnspecified
Plan GoalsTo create a more sustainable CA food system via social, economic, and environmental levers. Includes 22 more specific goals to achieve these objectives.
Intended AudienceRoots of Change Council; Roots of Change Fund
Plan Recommendation StructureThe plan outlines recommendations under 4 key sections, each with detailed recommendations for Roots of Change to reach the overarching goals of a sustainable CA food system.
Plan Sections:1.  A theory of change drawing on Kim and Anderson’s taxonomy of systems diagrams and archetypes. The “Limits to Growth” archetype was used to examine mechanisms that would limit the expansion of convention and niche-sustainable food systems. The “Shifting the Burden” archetype revealed the need for strategies that reinforce sustainability values while reducing barriers to fundamental change towards sustainability, such as building “broad alliances based on opportunity-criteria.” (p. 6)
 2. A 2030 vision for CA food system, including a food systems actors analysis, 11 values for a new food system, and 22 goals to reach this vision; 
3. An agenda for change. This section includes the most impactful recommendations to achieve the identified goals. Recommendations are broken into three initiatives (1. “The Best and Brightest: respected, competent, mission-driven leadership and workforce; 2. Get Fresh: healthy, community-based food systems; 3. A New Urban-Rural Partnership: Linking communities, economics and the environment” (p. 25)), with strategies to achieve these, as well as indicators of success (e.g. recommendations to measure the progress of reaching their goals);
4. Finally, a compiled recommendation list for the audience, Roots of Change Council. This list distills the above sections and includes recommendations for how ROC Council should move forward with this project, such as the adoption of the suggested theory of change, and suggestions for stakeholder engagement, among others (see p. 67).
Catalyst for PlanThis project began in 1999, spurred in part by conversations between public and private grantmakers who wanted to see major shifts towards a more sustainable CA food system. Susan Clark (with Columbia Foundation at the time) and Bruce Hirsch from Heller Foundation were major proponents of the project and co-chaired the effort.
Creation Process1. Interviewed 65 food systems leaders to determine components and underlying values of the food system and goals for the food system.
2. Based on the interviews, constructed a “food systems wheel” outlining key components of the food system.
3. Based on the interviews, evaluated current theories of change for the food systems.
4. Developed a new theory of change, diagrammed using systems thinking tools.
5. Developed an evaluation system of sustainable food system values.
6. Based on the interviews and a lit review, identified differences between sustainable “value chains” and conventional “supply chains.”
7. Based on the interviews, defined 22 goals for the CA food system; refined goals with ROC council.
8. Identified and tested the sustainable food systems mission with individuals and groups.
9. Developed a scenario-building tool to model statewide smart growth strategies for California, emphasizing preserving farmland, and compared to “business as usual” projections.
10. Developed a dataset for agro-ecological zones in CA where practices can be applied.
11. Developed a toolset for distributing projected population demographics with or without smart growth accommodations.
12. Developed a toolset for projecting where different types of food outlets may exist in future scenarios.
13. Developed a toolset to project the number of schools and restaurants needed to serve the future population.
14. Developed a toolset to evaluate how different value chains may interact in the future.
15. Interviewed 27 producers to fill data gaps on how sustainable food systems operate.
16. Identified 700 datasets to be used for modeling.
17. Produced 22 reports (e.g. “Knowledge Products”), some with contracted organizations (e.g., NRDC), on issues and trends in sustainable food systems transitions.
18. Conducted second-round interviews with 84 food system leaders to identify additional transition strategies for sustainable food systems.
19. Compiled qualitative and quantitative information into “Bold Agenda for Change,” developed based on the project’s theory of change.
20. Identified 77 indicators of success for a sustainable food system, based on ideas from stakeholders and data managers. Winnowed this list of indicators down to primary indicators, supplemental indicators, cross-cutting indicators, and ideal or “wish list” indicators.
Theoretical Frameworks EmployedSystems Thinking
Theoretical Framework(s): Additional LiteratureDaniel Kim and Virginia Anderson’s body of work on systems diagrams and archetypes. Systems Archetype Basics: From Story to Structure is their foundational text outlining these concepts. 
Development TimelineApprox. 1.5 years
Implementation StrategyThe final section of this plan compiles recommendations for the project team, Roots of Change Council, to adopt in order to achieve community-based implementation of their “Agenda for Change.” These include long-term objectives coupled with short-term strategies (see p. 67).
Implementation Timeline25 years (by 2030)
Evaluation StrategyThis plan outlines evaluation strategies, or “indicators” for 18 or the 22 goals. The project developed a set of 11 criteria by which to assess the appropriateness of indicators, and each indicator must satisfy a set of 10 principles to be considered appropriate (pg. 58). The indicators suggest the measurement of change within each sector. For example, measurement of “Daily per capita servings of fruit and vegetables” (p. 59).
International Development Framework(s)None
Current Plan StatusInactive
Government Adoption StatusNot Adopted
Government Adoption Status (Notes)Adopted by Roots of Change Council, which implemented many of the plan’s recommendations, emphasizing increasing coordination and collaboration among like-minded organizations. This seems to have sparked other initiatives, one of which was an Ag Vision that was adopted by the California Department of Food & Agriculture (CDFA). According to ROC, subsequent CDFA strategic plans have also drawn from this plan.
Supplemental DocumentsView Supplemental Documents:
Ecotrust (2012). Resilience & Transformation: A Regional Approach
Silverman & Hill (2018). The dynamics of purposeful change: a model.
Silverman, Brady & Meter. (2005). Sustainable Food Systems: Working Towards a Fundamental Solution.